Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms

“Eisenhardt and Schoonhoven (1996) indicate that awareness plays a central role in the establishment of relationships and these relationships can be leveraged to increase awareness of the spin-off and its capability; the networks of founding teams therefore raise a spin-off’s opportunities to form…”

“He distinguishes between seven motives underlying technology cooperation, which both take access to concrete resources such as skills and capital, and abstract resources in the form of legitimacy and market power (Eisenhardt and Schoonhoven 1996) into consideration.”

“Second, firms are more likely to engage in firm-level alliances if competition increases (Eisenhardt and Schoonhoven 1996; Sakakibara 2002).”

“The strategic importance of partnerships and alliances within the RBV framework, highlighting the benefits of collaborative approaches to innovation and value creation, has been extensively discussed in the literature (Eisenhardt & Schoonhoven, 1996; Pereira et al., 2021; Ozdemir et al., 2023).”

“Many excellent studies focus on evaluating the impact of R&D cooperations on firms’ investment and innovation incentives (see also Das et al., 1998, Eisenhardt and Schoonhoven, 1996, Hagedoorn, 1993, Hagedoorn et al., 2000, Lorenzoni and Lipparini, 1999 and Mowery et al., 1998, among others).”

“…perspective of inter-firm relationships instructs that organizations that work together have access to each other’s resources, pool each other’s resources, and/or co-create new resources (Dyer & Singh, 1998; Eisenhardt & Schoonhoven, 1996; Lorenzoni & Lipparini, 1999; Rungtusanatham et al., 2003).”

“In addition to delivering resources and technology, institutional investors enhance legitimacy and the status of new firms (Eisenhardt and Schoonhoven 1996 ; Stuart, Hoang, and Hybels 1999 ).”

“These interfirm relations are found to be particularly valuable in highly dynamic and newly created markets as they permit actors to share risks in the development, have access to synergistic knowledge, and to gain legitimacy [14,15].”

“Another strand of the literature examined risk diversification in other contexts (e.g., Bramoullé & Kranton, 2007a; Eisenhardt & Schoonhoven, 1996; Li & Suen, 2000).”

“Thus farm based and agricultural entrepreneurs often do not have a working knowledge of the concept of strategic entrepreneurship (Eisenhardt and Schoonhoven, 1996; Hitt et al, 2001) and many have yet to develop what Hitt (2002) refers to as a strategically based entrepreneurial mindset.”

“It was assumed that entrepreneurial firms with a higher failure rate and fewer resources were under greater pressure to form alliances with large firms to access external resources (Eisenhardt and Schoonhoven, 1996).”

“In a constantly changing environment, the world has changed its focus more towards intangible assets as opposed to previously tangible assets, with a belief that it can achieve better performance [14,15].”

“To control for the possibility that resource levels make partnerships less necessary or, conversely, facilitate the formation of partnerships (Eisenhardt and Schoonhoven 1996), we added the variable Partner Firm's Asset Size, calculated as the average of the Partner's total assets in the five years…”

“By providing member firms access to a wider range of resources than they individually possess, alliances enable firms to achieve much more than they could achieve individually (Eisenhardt & Schoonhoven 1996).”

“, currently an important element of contemporary firms' competitive strategies ( Eisenhardt and Schoonhoven, 1996”

“In turn, the firm’s propensity to partner declines with the number of competitors, and its market size, as alliance formation decreases as markets grow (Eisenhardt & Schoonhoven, 1996).”

“The strategy literature often conceptualizes alliances as a means to access resources (Eisenhardt and Schoonhoven 1996; Dyer and Singh 1998; Gulati 1998).”

“This means that, if firms wish to nullify resource scarcity, trading and accumulation of resources becomes a strategic necessity (Eisenhardt and Schoonhoven, 1996).”

“In hi-tech industries windows of opportunity close quickly, and obtaining early access to know-how or resources that enable fast exploitation can make the difference between finishing first and dropping out (Reinganum, 1989; Eisenhardt & Schoonhoven, 1996).”

“…asymmetry and produced by innovation ecosystem agents, but not commercialized due to high uncertainty or low profit margins, can be used by Schumpeterian firms to broaden the knowledge pool, share, and mitigate the uncertainty associated with innovation activity (Eisenhardt & Schoonhoven, 1996).”

“However, internal development of new knowledge is accompanied by high resource and development expenses, high levels of risk, and timing issues (Eisenhardt & Schoonhoven, 1996; Teng, 2007).”

“Furthermore, businesses also join partnerships to control human (Kolk et al., 2010), organizational (Lotia and Hardy, 2008), physical (Eisenhardt and Schoonhoven, 1996) and financial resources (Gray and Stites, 2013), to address socio-environmental pressures (Lin and Darnall, 2015) or to improve…”

“Organizations partner when they need resources (Ansell & Gash, 2008; Lotia & Hardy, 2008), and to improve their strategic positions (Eisenhardt & Schoonhoven, 1996; Gray & Stites, 2013).”

“As a key component of a firm’s innovation strategy, alliance with effectiveness creates value (Eisenhardt & Schoonhoven, 1996).”

“contributions (see amongst others Contractor and Lorange, 2002; Dussauge and Garette, 1999; Eisenhardt and Schoonhoven, 1996; Hagedoorn, 2002; Oster, 1999) indicates that the growth”

“Eisenhardt and Schoonhoven (1996) argue that a match between those in vulnerable strategic positions and those in strong positions (e.g., well-connected, top management with reputation) gives rise to alliances in the American semiconductor industry.”

“Indeed, research indicates that an entrepreneurial team is crucial for new venture growth (Eisenhardt & Schoonhoven, 1996).”

“(Gulati 1995b; Eisenhardt & Schoonhoven 1996; Das et al. 1998; Stuart et al. 1999;”

“In developing the theoretical framework for this analysis, we rely on the resource-based view of the firm which posits that firms are bundles of tangible and intangible resources and capabilities (Wernerfelt, 1984; Eisenhardt & Schoonhoven, 1996).”

“has also been regularly underlined, for collaboration to exist (Granovetter 1992; Fukuyama 1995; Eisenhardt and Schoonhaven 1996).”

“Eisenhardt and Schoonhoven 1996; Khanna et al. 1998; Lane and Lubatkin 1998; Rothaermel 2001 ;L avin2006).”

“Second, Cohen and Levinthal (1990) argue that absorptive capacities are promoted by internal technological capital, financial resources and technological competences, all of which are generally more abundant in larger start-ups (Eisenhardt and Schoonhoven 1996).”

“…including the external orientation of management and employees, acceptance of related risks, and medium to long-term commitment to the strategy (Elmquist et al., 2009; Almirall and Casadeus-Masanell, 2010; Chiaroni et al., 2010; Dahlander and Gann, 2010; Huizingh, 2011), as well as the need to…”

“At the other end, when respondents don’t face obvious resource needs because they are ahead of competition (Eisenhardt and Schoonhoven, 1996), high awareness and thus high selectivity raise opportunity costs of collaborating with the wrong partners, thereby decreasing collaboration preferences.”

“Social exchange theory incorporates social network governance (Cousins and Menguc 2006; Liu, Luo, and Liu 2009) and relational governance (Dyer and Singh 1998; Eisenhardt and Schoonhoven 1996; Liu, Luo, and Liu 2009).”

“The complementary assets motive for alliance formation is particularly common to small-sized, technology-based firms that focus on commercially exploiting technological innovations (Eisenhardt and Schoonhoven, 1996; Gans and Stern, 2003).”

“…2009), their prior experience (Rothaermel and Boeker, 2008), level of mutual trust (Gulati, 1995b), and idiosyncratic characteristics of managers (Eisenhardt and Schoonhoven, 1996) and agreements themselves (Shah and Swaminathan, 2008 While this extensive body of research provides many insights…”

“For young technology ventures, value-creation through rapid new product development is critical to gain access to early cash-flows and increase the odds of survival (Eisenhardt and Schoonhoven, 1996; Golden and Dollinger, 1993).”

“Alliance partnerships become especially useful for entrepreneurial start-ups that lack resources but still aspire for growth (Eisenhardt and Schoonhoven 1996).”

“Our paper incorporates theoretical insights from the resource-based view (Das and Teng 2000; Eisenhardt and Schoonhoven 1996), the transaction cost view of relational investing (Carroll and Teece 1999), along with empirical work on alliance strategies for small firms (Arino et al.”

“The first suggests that partner firms in a supply chain form strategic cooperative alliances to acquire needed resources, learn new technical skills, and share information (Varadarajan and Cunningham 1995 , Eisenhardt and Schoonhoven 1996 ).”

“…that network resources to which a company has access through its relations should be complemented and/or combined with its own resources (Chung, Singh, & Lee, 2000; Eisenhardt & Schoonhoven, 1996; Lavie, 2006; Mitsuhashi & Greve, 2009; Stuart, 2000; Wassmer, 2007; Zheng, Li, & Wu, 2013).”

“Partnerships are credited with providing access to resources and new prospects that can be explored with limited risk and later be exploited (Eisenhardt and Schoonhoven 1996; Hagedoorn and Osborn 1997).”

“The formation of networks and alliances has been particularly beneficial in technology industries as this approach has allowed firms to share risks in development and obtain access to synergistic knowledge (Eisenhardt and Schoonhoven 1996; Adner 2012).”

“It is also possible for a firm to widen its resource pool by cooperation with other organisations (Eisenhardt and Schoonhoven 1996).”